LDR 615 Topic 2 DQ 1 & 2 Discussion: Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative?

LDR 615 Topic 2 DQ 1 & 2 Discussion: Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative?

LDR 615 Topic 2 DQ 1 & 2 Discussion: Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative?

Topic 2 DQ 1

Assessment Description

Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative? Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change. How did this vision influence people’s behavior and attitudes toward a major change initiative?

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Topic 2 DQ 2

Assessment Description

According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

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Topic 2 DQ 1: Vision in Facilitating Successful Change

Organizational change is the foundation of progressive improvements in healthcare in terms of quality, efficiency, and other critical aspects. Part of this change involves a vision to guide the people (leaders and employees) on where the organization should be in the future and how everyday practices should be executed. According to Hoskote (2023), change drivers must get the vision right and understand in-depth what should be altered or not during the process. The vision is undoubtedly the cornerstone of successful change in an organization. For leaders, the vision works like a lodestar for a ship to guide it toward the desired direction and goal (Slåtten et al., 2021). The implication is that a poor or unclear vision translates to a lack of direction, which could be catastrophic for the organization and employees. As a result, leaders must be strategic visionary to ensure that change initiatives align with organizational values and have positive impacts on people and processes.

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I have seen and read about visions inspiring successful change in healthcare delivery. A suitable example is Cleveland Clinic’s vision to be the best place for care and work anywhere in healthcare. Guided by this vision, the facility embraced a strategic approach that enabled it to change the lives of communities in parallel to clinical care while emphasizing staff education and training as critical vision components of improving care quality (Qin et al., 2023). This vision influenced people’s behaviors and attitudes toward a major change initiative since it started the hospital’s transformation to a people-centered and value-driven facility that recognizes the need for a friendly workplace for its employees. Such a shift enables employees to be at the center of change and actively participate in its implementation by accepting new behaviors and responsibilities.

References

Hoskote, P. (2023). Leading change in healthcare: Empowering leadership to doctors and healthcare professionals. Clever Fox Publishing.

Qin, X., Wang, B. L., Zhao, J., Wu, P., & Liu, T. (2023). Learn from the best hospitals: a comparison of the mission, vision and values. BMC Health Services Research, 23(1), 792. https://doi.org/10.1186/s12913-023-09699-8

Slåtten, T., Mutonyi, B. R., & Lien, G. (2021). Does organizational vision really matter? An empirical examination of factors related to organizational vision integration among hospital employees. BMC Health Services Research, 21, 1-17. https://doi.org/10.1186/s12913-021-06503-3

Topic 2 DQ 2: Growing and Responding to Change

Organizational change encounters many barriers, and how people perceive and understand change is among the primary areas of concern. The statement that people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis underlines the significance of the stimuli (frame of mind) in change initiatives. The relevance of this statement for organizations growing and responding to change is that feelings, facts, and thoughts are critical determinants of successful change that that leaders must understand, evaluate, and never overlook. Within nursing, many healthcare professionals resist change if they perceive it negatively, mistrust it, or are uncertain about its impacts (Cheraghi et al., 2023). For instance, nurses may fear technology that is likely to affect their job security, hence a negative feeling. Telling them about the truth of the proposed change is crucial to successful implementation since it creates a positive feeling. Besides, it is worth mentioning that positive feelings can be created by helping employees visualize how they would be impacted at the individual level if change does not occur. Such an approach is better than providing them with massive amounts of logical data about the overall impact of a change initiative.

Stakeholders are valuable in the change process since they influence its adoption and sustenance. As De Koket al. (2023) posited, addressing stakeholder concerns is crucial to their participation in change implementation and challenging the status quo. When feelings are the primary basis for their concerns, leaders should develop creative strategies for improving their attitude toward change. Petkovic et al. (2023) advised change leaders to embrace open communication to address concerns regarding the intended impact of change. While doing so, a leader should ensure dialogue and take adequate time to understand the emotional connection between stakeholders and a change initiative.

References

Cheraghi, R., Ebrahimi, H., Kheibar, N., & Sahebihagh, M. H. (2023). Reasons for resistance to change in nursing: an integrative review. BMC Nursing, 22(1), 310. https://doi.org/10.1186/s12912-023-01460-0

De Kok, E., Schoonhoven, L., Lalleman, P., & Weggelaar, A. M. (2023). Understanding rebel nurse leadership‐as‐practice: Challenging and changing the status quo in hospitals. Nursing Inquiry, 30(4), e12577. https://doi.org/10.1111/nin.12577

Petkovic, J., Magwood, O., Lytvyn, L., Khabsa, J., Concannon, T. W., Welch, V., … & Tugwell, P. (2023). Key issues for stakeholder engagement in the development of health and healthcare guidelines. Research Involvement and Engagement, 9(1), 27. https://doi.org/10.1186/s40900-023-00433-6